Archive for October, 2007

The Talent Wars

Tuesday, October 30th, 2007

By Dean Whittaker

Three of the presenters at the recent CoreNet Conference in Atlanta used the term “The Talent Wars” to refer to the struggle companies are beginning to feel in meeting their staffing needs. Finding, Getting and Keeping Talent was the theme of the conference.

Rebecca Ryan, CEO of Next Generation Consulting, spoke about the indices her firm uses to consult with companies and communities as they engage in their effort to attract and keep talent. The seven indices are:

  • Vitality – how alive is the place with people getting out & about?
  • Earning – what are the occupational options?
  • Learning – what are the educational opportunities of all kinds?
  • Social Capital – how inclusive is the community of all talent?
  • Cost of Life Style – can one afford to live here?
  • After Hours – what is there to do after work?
  • Around Town – how easy is it to get around in the community?

She spoke of the “drivers of engagement,” which included a healthy life/work balance, reward commensurate with contribution, the opportunity to learn and grow, the chance to work on cool projects, being connected to something bigger than ourselves, and operating in a trusting environment.

Her highly acclaimed book, Live First, Work Second, can be found at www.nextgenerationconsulting.com/book.

Daniel Pink, author of A Whole New Mind, told the audience that right brain skills including design, empathy, symphony, story telling,  passion and meaning will be needed along with our traditional left brain’s analytic, logical, sequential talents if we are to be relevant in a world in which Asia, automation, and abundance are changing the rules of the game.

Dr. David K. Foot shared his insight into the changing demographic and its economic impact. His book is Boom, Bust & Echo: Profiting from the Demographic Shift in the 21st Century with more articles at www.footwork.com.

An outstanding article on workspace issues relevant to attracting and keeping talent can be found at http://www2.corenetglobal.org/learning/publications/industry_tracker/it_talent_071010.vsp .

The talent wars have just begun and will continue to escalate, argues an article titled “Danes Face Slowdown Due to Lack of Workers”that appeared in the October 26 issue of the Financial Times. Robert Anderson reports that Denmark’s economy, which has been outpacing most of Western Europe’s in the past two years, is running out of workers as the unemployment rate hits the lowest level in 33 years. Companies are considering expanding abroad in order to be able to fulfill their contracts or curbing production with 75,000 positions going vacant. Back in the States, Gillette, Wyoming, continues in its effort to recruit employees for its booming energy industry with job fairs in Michigan.

Building Relationships

Tuesday, October 30th, 2007

By Todd Smithee

Strong, healthy relationships are based on credibility and trust.  The more important the relationship, the more time it takes to build that credibility and trust.  This is as important in business as it is in our personal lives.  A positive, professional relationship takes a long-term investment in credibility and trust-building interactions with potential (and current) customers.

Organizations and people, however, do not manage long-term relationship building activities as well as they believe.  According to Gartner, 70% of all business-to-business leads receive NO follow-up.  If the first impression of these prospects is negative, how can credibility and trust be established?  If follow-up on new leads is sub-par, what can be expected of long-term relationship strategies?

Organizations do not deliberately set out to fail at relationship building.  They frequently, however, do not take the time to develop effective strategies.  Effective strategies require planning in four main categories:

  1. Process Definition and Development
  2. Customer Relationship Management Technology
  3. Meaningful Content
  4. People

Over the next several months we will focus on these four categories and how they can help your organization improve its business relationships and its bottom line.

Don’t Bring Home Too Much Bacon This Thanksgiving

Tuesday, October 30th, 2007

By Joel Burgess

Recently, the World Cancer Research Fund carried out the largest-ever inquiry into lifestyle and cancer, and issued several stark recommendations. No new research was involved in this report; rather, the research panel examined 7,000 existing studies conducted over the previous five years. The result, in theory, is the most comprehensive investigation ever into the risks of certain lifestyle choices and cancer.

Report author Professor Martin Wiseman states: “Cancer is not a fate, it is a matter of risk, and you can adjust those risks by how you behave. It is very important that people feel that they are in control of what they do.”

Actually, two-thirds of cancer cases are thought to be unrelated to lifestyle, and little can be done to prevent the disease in these circumstances. Nevertheless, more than three million of the 10 million cases of cancer diagnosed across the world each year could be prevented if the recommendations were followed, according to Professor Wiseman.

Recommendations

Body fat is a key factor in the development of cancer, and amassing findings from the former studies suggests its significance is much higher than previously thought. The other key findings included avoiding sugary drinks and alcohol, and not eating bacon or ham.

Additional recommendations:

1.) Limit red meat
2.) Avoid other processed meats
3.) Avoid weight gain after age 21
4.) Exercise every day
5.) Breastfeed children
6.) Do not take dietary supplements to cut cancer

Body Mass Index

Presuming that body fat is indeed a primary factor in developing cancer, where do you rate? Doctors use body mass index (BMI) as a way to assess whether an individual needs to lose weight. The calculation is based on comparing a person’s weight with their body height. It applies equally to men and women.

Follow this link to calculate your BMI: http://www.bbc.co.uk/health/healthy_living/your_weight/bmiimperial_index.shtml (You’ll have to convert stones to pounds. One stone is 14 pounds, so 200 Ibs = roughly 14 stones, 3lbs.

A BMI of 25 to 29.9 is considered overweight and one 30 or above is considered obese. People with a BMI between 19 and 22 live longest. Death rates are noticeably higher for people with indexes 25 and above.

The BMI is not infallible. For instance, it is possible for a healthy, muscular athlete with very low body fat to be classified obese using the BMI formula. If you are a trained athlete, your weight based on your measured percent body fat would be a better indicator of what you should weigh.
Click here to view the report in its entirety: Food, Activity and Prevention of Cancer Report

Source: bbc.com

What is Your Team Model?

Tuesday, October 30th, 2007

By Jami Miedema

Currently, I am engaged in a management course aimed at helping individuals work in a team environment.  After several sessions, each team was asked to produce a team model incorporating key points they deemed critical to the function of their group.  Most models had factors such as strong leadership, open communication, trust, and motivation as part of the formula.  While doing research for my model, I came across an article that seemed to encompass a thorough list of characteristics to guide a team to success.

In Ken Blanchard’s article, “How to Get Your Group to Perform Like a Team,” he uses the acronym PERFORM to outline the main components needed to create an effective team.  Here is a look at his model:

Purpose & Values – common goal, shared norms, clear vision
Empowerment – confidence, responsibility, growth opportunities
Relationships & Communication – trust, share ideas without fear, group cohesion
Flexibility – adapt to change, shared leadership, open to new suggestions
Optimal Productivity – effective processes, goal accomplishment, high standards
Recognition & Appreciation – acknowledgment, celebration of accomplishments
Morale – pride, team spirit, motivation

This model is an excellent summary of the features that need to be present for a team to increase productivity and attain significant results.

How about your team?  Is this model appropriate?  What other characteristics could be added to improve team effectiveness and generate better outcomes?

Source:  Blanchard, K., & Carew, D. (Sept. 1996). How to get your group to perform like a team. Training and Development (Alexandria, Va.). 50, 34-7.

Overcoming Phone Phobia

Tuesday, October 30th, 2007

By Mario O’Connell

Ring, ring. “Good morning, _____________ Incorporated,” he says hurriedly.

“Good morning,” I respond in a cheerful tone. “I was wondering if you would be willing to verify the contact information that I have for your company?” I continue after a millisecond pause. I don’t want to give him time to say no, but I leave just enough time for the receptionist to utter a short, “okay.” I continue: “I have that your fax number is…”

The conversation carries on just like the 34 that I had before it today. It’s called verification. Here at Whittaker Associates, we face a small problem: the most up-to-date databases that we have cannot keep up with how fast companies are changing. Therefore, when we are working on a list for a client, after we complete the initial research, we always call the company directly to verify that the fax number, address, and key people we have listed are indeed correct.

Already a month on the job, I have begun to develop certain calling techniques that have led me to success. Though some people will always be too skeptical to give out any information, I have developed some strategic methods for extracting information:

  1. First and foremost it is important to have a positive attitude when making calls. Be friendly. If you sound like you are in a good mood, the person on the other end is more likely to give you the information that you seek.
  2. Confidence is critical. When you face questions like, “What are you going to use this information for,” you must first answer honestly. Do not avoid the question, but respond in a way that conveys to the interrogator that you have a right to the information that you seek. So you say, “Oh, of course – my name is Maria O’Connell and I am calling from Whittaker Associates.” If you say that line with enough conviction, making your company sound very important, then usually there will be no further questions.
  3. Remember that the worst case scenario is really not that scary; the worst that can happen is that the receptionist refuses to give you any information. Whether they verbally decline, or rudely hang up on you, maintain your composure and polite attitude.
  4. Encouraging words are a must. When the company representative gives you a correct address or signifies that the information is correct, respond with a “great” or “wonderful.” Always remember to say thank you.
  5. Speak quickly, but clearly. Use those pronunciation skills that you learned in elementary school choir. And, speak somewhat quickly; the receptionist is a very busy person. If he/she sounds extremely busy and/or skeptical of your purpose, reassure him/her by stating: “it will only take about 30 seconds.”

Well – there you have it. Those are the tricks that I have learned in the past few weeks. You may be wondering how this applies to you? Well, we all have to make cold calls every so often – maybe it is to the customer service agent of overstock.com, or possibly to your child’s teacher, whom you’ve never met, to discuss grades, or perhaps to the president of a specific company that you met at a networking event last week. Regardless of the prospect, I hope that you find these few tips to be helpful in your telephone-calling endeavors.